GROUP 5

Member’s :
1) Ni Putu Ayu Melini (119112452)
2) Ni Nyoman Ayu Trisnadi Anggreni (119112453)
3) I Kadek Chandra ShivaNata (119112457)
4) Krisna Yudi Sentanu (119112460)
5) Athirah Wardah Rustam (119112461)
6) Kadek Agus Wijaya (119112458)
7) Ayu Justisia (119112463)
 STRATEGY
AND
MARKETING
 Marketing strategy
Marketing Strategy is a long-term, forward-looking approach to
planning with the fundamental goal of achieving a sustainable
competitive advantage.Strategic planning involves an analysis of the
company's strategic initial situation prior to the formulation, evaluation
and selection of market-oriented competitive position that contributes to
the company's goals and marketing objectives.

Definision
"The marketing strategy lays out target markets and the value
proposition that will be offered based on an analysis of the best market
opportunities." (Philip Kotler & Kevin Keller, Marketing Management,
Pearson, 14th Edition)
Marketing management vs marketing strategy
The distinction between “strategic” and “managerial” marketing is
used to distinguish "two phases having different goals and based on
different conceptual tools. Strategic marketing concerns the choice of
policies aiming at improving the competitive position of the firm, taking
account of challenges and opportunities proposed by the competitive
environment. On the other hand, managerial marketing is focused on the
implementation of specific targets." Marketing strategy is about "lofty
visions translated into less lofty and practical goals [while marketing
management] is where we start to get our hands dirty and make plans
for things to happen.”
Strategic marketing planning: An overview
Strategic planning may also reveal market threats that the
firm may need to consider for long-term sustainability.
Strategic planning makes no assumptions about the firm
continuing to offer the same products to the same customers
into the future. Instead, it is concerned with identifying the
business opportunities that are likely to be successful and
evaluates the firm's capacity to leverage such opportunities.
It seeks to identify the strategic gap; that is the difference
between where a firm is currently situated (the strategic
reality or inadvertent strategy) and where it should be
situated for sustainable, long-term growth (the strategic intent
or deliberate strategy).
Strategic analysis: tools and techniques
Strategic analysis is designed to address the first strategic question, "Where are
we now?" Traditional market research is less useful for strategic marketing because
the analyst is not seeking insights about customer attitudes and preferences.
Instead strategic analysts are seeking insights about the firm's operating
environment with a view to identifying possible future scenarios, opportunities and
threats. Strategic planning focuses on the 3C's, namely: Customer, Corporation and
Competitors. A detailed analysis of each factor is key to the success of strategy
formulation.
The 'customer' element refers to an analysis of any possible changes in customer
preferences that potentially give rise to new business opportunities. The 'corporation'
element refers to a detailed analysis of the company's internal capabilities and its
readiness to leverage market-based opportunities or its vulnerability to external
threats.
Porter's five forces
Strategic planners use a variety of research tools and analytical
techniques, depending on the environment complexity and the
firm's goals. Fleitcher and Bensoussan, for instance, have identified
some 200 qualitative and quantitative analytical techniques
regularly used by strategic analysts while a recent publication
suggests that 72 techniques are essential. he choice of tool
depends on a variety of factors including: data availability; the
nature of the marketing problem; the objective or purpose, the
analyst's skill level as well as other constraints such as time or
motivation.
Brief description of gap analysis
Gap analysis is a type of higher order analysis that
seeks to identify the difference between the
organisation's current strategy and its desired
strategy. Mintzberg identifies two types of strategy
namely deliberate strategy and inadvertent
strategy.
Brief description of pest analysis
PEST analysis: variables that may be considered in the
environmental scan This analysis is called PEST; an acronym for
Political, Economic, Social and Technological. A number of
variants of the PEST analysis can be identified in literature,
including: PESTLE analysis (Political, Economic, Social,
Technological, Legal and Environmental); STEEPLE (adds ethics);
STEEPLED (adds demographics) and STEER (adds regulatory).The
aim of the PEST analysis is to identify opportunities and threats in
the wider operating environment.
Brief Description of SWOT analysis
In addition to the pest analysis, firms, carry out a :
1. Strengths
2. Weakness
3. Opportunities
4. Threats
Developing the vision and mission
A vision statement is designed to present a realistic long-term future scenario for the
organisation. It is a "clearly articulated statement of the business scope." A strong vision
statement typically includes the following:
 Competitive scope
 Market scope
 Geographic scope
 Vertical scope

Developing the generic competitive

 Superior skills
 Superior resources
 Superior position
Porter’s three generic strategies

This type of thinking leads to three generic strategies:

1. Cost leadership
2. Differentiation
3. Focus
Resource-based view (RBV)
Management must invest in organisational learning to
develop and maintain key resources and competencies.

Market Based Resources include:

1. Organisational culture
2. Assets
3. Capabilities
Hooley et al., suggest the following classification of
competitive positions:
1. Price positioning
2. Quality positioning
3. Innovation positioning
4. Service positioning
5. Benefit positioning
6. Tailored positioning (one-to-one marketing)
Other approaches
The choice of competitive strategy often depends on a variety of factors
including: the firm's market position relative to rival firms, the stage of the
product life cycle. A well-established firm in a mature market will likely have a
different strategy than a start-up

Growth strategies
Growth of a business is critical for business success. A firm may grow
by developing the market or by developing new products. The Ansoff
product and market growth matrix illustrates the two broad dimensions
for achieving growth. The Ansoff matrix identifies four specific growth
strategies: market penetration, product development, market
development and diversification
The Ansoff Product/market Growth Matrix
1. Market penetration involves selling existing products to existing
consumers. This is a conservative, low risk approach since the
product is already on the established market. Product
development is the introduction of a new product to existing
customers. This can include modifications to an already existing
market which can create a product that has more appeal.

2. Market development involves the selling of existing products to new

customers in order to identify and build a new clientele base. This
can include new geographical markets, new distribution channels,
and different pricing policies that bring the product price within the
competence of new market segments